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AsianSocialScience;Vol.9,No.4;2013ISSN1911-2017E-ISSN1911-2025PublishedbyCanadianCenterofScienceandEducation51ChinesePrivateEnterprisesManagementInnovationRiNan11TianjinUniversityofCommerce,Tianjin,ChinaCorrespondence:

RiNan,TianjinUniversityofCommerce,Tianjin300134,China.Tel:

86-136-8219-7910.E-mail:

Received:

January11,2013Accepted:

February5,2013OnlinePublished:

March28,2013doi:

10.5539/ass.v9n4p51URL:

http:

/dx.doi.org/10.5539/ass.v9n4p51AbstractSincethereformandopening,privateenterprisesofChinahavegotarapiddevelopment,andhavedoneagreatcontributiontothecontinualdevelopmentofnationaleconomy.However,withthechangeofexternalandinternalsituations,privateenterprisemanagementappearstobedefective,sometimesitevendoesharmtothedevelopmentoftheenterprises.ThisreportsaimstopresentoftheproblemofprivateenterprisesinChina.Inordertosolvethisproblem,Chineseprivateenterprisesshouldacceleratethemanagementinnovation.Weanalyzedthenecessitiesofenterprisesmanagementinnovation,themotivationofmanagementinnovation,obstaclestomanagementinnovation.Finally,itputsforwardthecountermeasurestosolvetheproblems.Keywords:

privateenterprise,China,innovation1.IntroductionAftermorethanthreedecadesofrapiddevelopment,weseetheemergenceofaverystrongprivatesectorinChina.Indeed,privateenterpriseshavegrownrapidlyovertheyearsandbecomeanintegralpartoftheChineseeconomy.TheBankofCommunicationsofChinapublishedareportregardingthewealthcreationandmanagementofChinasprivateenterprisesonMay162011.ThereportshowsthatwhiletheprivateenterprisesofChinacontinuetomakecontributionstotheGDPandcreatejobs,theirwealthisalsoincreasingrapidly.PrivateChineseenterprisesexportedgoodsworth$481.3billionin2010,ajumpof223percentcomparedwith2005,saidareportbytheAll-ChinaFederationofIndustry&Commerce（ACFIC）.ThenumberofprivateenterprisesinChinaexceeds8.4millionafterayearlyincreaseof14.3percentonaverageoverthepastfiveyears.Theyaccountformorethan74percentofChinastotalenterprises.However,Chinasprivateenterprisesfaceincreasingpressurefrompricehikesinrawmaterials,risinglaborcosts,financingdifficulties,andaheavytaxburden.Inordertodoagoodjob,privateenterpriseshavetoimplementmanagementinnovation.Inthispaper,weintendtodiscussthenecessitiesofimplementmanagementinnovation,themotivationofmanagementinnovation,theobstaclestomanagementinnovation,andgavesomesuggestionsonhowtopromotethemanagementinnovation.2.RelevantLiteratureReviewThereisaconsiderableliteratureregardingtheChineseprivateenterprises.MostoftheChineseprivateenterprisesarefamilybusiness.Familybusinessisgenerallyviewedasthemostcommonformofbusinessstructure.Thereisalsoalackoftheprecisedefinitionofprivatebusiness.Whilesomeresearchersavoidtheuseofcleardefinitions,othersapplythedefinitionsthatmostsuittheirresearches.Thedefinitionalproblemiscompoundedwhenthecontroversyemergesaboutwhetheritshouldincludeallbloodrelationsandin-laws.Fahed-Sreh（2009）explainsafamilyfirmasanybusinessthatiscontrolledorinfluencedbyasinglefamilyandwhichisalsointendedtoremaininfamily.Brrdthistle&Fleming（2005）andBirdthistle（2008）operatetheirstudiesondefinitionoffamilybusiness,whichregardsitasanyformofbusinessassociationthatisclassifiedasanSME（lessthan250employees）andwherethemajorityownershipisheldbythefamily/familymembersinthefamilybusinessand/orthefamilyisrepresentedontheboardofDirectors.Thisdefinitionseemstoignorethesuccessionissue,whichisconsideredasamajorfocusoffamilybusiness.ButwithinthecontextofChina,thefamilybusinessisundevelopedcomparedtothoseindevelopedcountriesandexistonlyforaveryshortperiod.Mostfamilybusinessesarestillwithinthecontroloffirst-generation.Thedefinitionoffamilybusinessherejustemphasizesonthemajoritycontrolofownershipheldbythefamily/familymembers.Inregardtotheresearchesonfamilybusiness,manypeopleaddressthedifferencesbetweenfamilyandnon-familybusinesses.Harrisetal.（2004）concludethatfamily-owedestablishmentsarelesslikelytoallowwww.ccsenet.org/assAsianSocialScienceVol.9,No.4;201352workforceengagementviaarangeofcommunicationapproachesincomparisontonon-familyfirms.Othersalsoexploreissuesonfamilybusinessintermsofvariedperspectivesandemphases.BirdthistleandFleming（2005）investigatethecreationofalearningorganizationwithintheframeworkoffamilySMEsandconcludethatsmallandmedium-sizedfamilyfirmsdisplaysomeofthecharacteristicsofalearningorganization.Inrelationtothedevelopmentofgrowthstrategy,Kreiseretal.（2006）suggestthatfamilyfirmstypicallyapplyconservativestrategiesintheverybeginningandoftenmaintaintightcontrolofthestrategicdecision-makingprocesswithinthefamilyunit.Rather,researchesintofamilybusinesshavenotedthestrategicadvantagesofbeingembeddedwithinfamilyrelations.Spanosetal.（2008）treatfamilyasarealsourceofcompetitiveadvantageforthefirmsincetheowner（family）isusuallyinvolvedinthekeydecisionmakingprocess.3.ChinaHasGrownBecauseofPrivateEnterprisesAftermorethanthreedecadesofrapiddevelopment,weseetheemergenceofaverystrongprivatesectorinChina.Indeed,privateenterpriseshavegrownrapidlyovertheyearsandbecomeanintegralpartoftheChineseeconomy.Today,entrepreneurshipandthedevelopmentofprivateenterprisescontinuetobeattheforefrontofeconomicdevelopment.Theyhavenotonlycontributedsignificantlytoeconomicgrowth,employment,andtaxrevenue,butalsoplayedanincreasinglydominantroleinmanagement,corporatesocialresponsibilityandcompliance.ThesecontributionshelpChinaachievedevelopmentinamoresustainableway.Chinasprivateenterprisereformsbeganfirstinagriculturein1978andspreadfromthere.AgricultureaccountedformostofChineseoutputandmostofthelaborforcewhenMaodiedin1976andthereformperiodcouldbegin.ThefreeingofagriculturefromcollectivefarmsisthemostimportantuntoldpartoftheChinesegrowthstory.Agriculturalreformsbeganspontaneouslyfrombelow,evenbeforetheReformPartyCongressof1978thatinstalledreformerDengXiapinginpower.AChinesereformofficiallateradmitted:

Infact,reformwasntdiscussed.Reformwasntlistedontheagenda,norwasitmentionedintheworkreports.WhatbecameknownasthecontractresponsibilitysystemwassparkedspontaneouslybyeighteenpeasantsfromXiaogangvillageinAnhuiprovince.TheysecretlydividedcommunallandinNovember1978andagreedtofarmtheirplotsindividually,eachcontributingtheirshareofthestatequota.Thestategotitsdueandthepeasantskeptwhatwasleftover.Thepeasantsseparationoftheirlandfromthecollectivefarmwasillegal,highlydangerous,anddonewithouttheapprovalofregionalofficials.Asagriculturalproductionsoared,DengXiapingandhisCPCrealizedthattheyshouldnotresistsomethingthatwasworking.By1982,morethan90percentofruraldwellersworkedunderthecontractresponsibilitysystem,buttheywereallowedonlyone-tothree-yearcontractsontheirland.Itwasonlyin2003thatthestategaveoutlonger-termleases.Thespontaneousreformsinagriculturemeantthatnewsuppliesoffoodproductsneededmarketsandthatmarketsneededinfrastructure.Ruraldwellerscreatedaprivatetradenetwork,and,withinoneyear,moststatefoodstoreswereoutofbusiness.Ruralentrepreneursthencreatednewbusinesses,suchashotels,services,privaterestaurants,andsmall-scalemanufacturing,throughthethreeFs（friends,familyandfools）.Theybribedlocalofficialstoregistertheircompaniesastownshipandvillageenterprises.Theycreatedfakeredhatenterprises,thatis,privatecompaniesmasqueradingasstatecompanies,andshamcollectiveenterprises,ortheyusedstateenterprisestoissuereceiptsandopenbankaccounts.Largeprivatemanufacturingfirmsdevelopedfirstinpredominantlyagriculturalprovinces.ChinaslargestagribusinesswasfoundedbybrotherswholeftthecitytofoundtheircompanyinruralSichuan.Ruralentrepreneursbuiltthelargestrefrigerationandair-conditioningcompaniesinChina.4.TheNecessitiesofChineseEnterprisesManagementInnovationMostoftheChineseprivateenterprisesarefamilybusiness,highlycentralizedmanaged.Thismodelcansavecosts,andmaintaintheflexibilityofoperation.However,thiskindofmanagementmodelalsohasalotofproblems,anditcausedmoreproblemswiththechangeofenvironmentsandoutoftheenterprises,sometimestheseshortcomingsevenconstrainthedevelopmentofprivateenterprises.Privateenterpriseshavetoimprovetheirmanagementmodeliftheywanttobestronginthefuture.4.1ExpandtheOperateandAssetsScaleTheprocessandfunctionoftheenterprisewillbecomemoreandmorecomplicatedastheChineseenterprisesassetsincreased.Ifwestillusetheoldinformationmanagement,internalandexternalinformationoftheenterpriseswillbothbecomeconfusing.Thiswillhindertherapiddevelopmentoftheenterprises.ManyChinesewww.ccsenet.org/assAsianSocialScienceVol.9,No.4;201353privatebusinesseshavesuchproblems.Someprivateenterprisesemployeesbehaveagainsttheenterprisesregulationsandwillbediscoveredonlywhensuchbehavioriscausingseriousconsequences.Therefore,privateenterprisesshouldtakenewmanagementmethodsbeforeexpanding.Theprimarytaskistocreateaneworganizationstructure,inwhichthecorporationsinternalinformationwillbetransmittedintime,andtheleaderoftheenterprises